Training and Development at Godrej
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Case Details:
Case Code : HROB065
Case Length : 11 Pages
Period : 1997-2004
Pub Date : 2005
Teaching Note :Not Available
Organization : Godrej
Industry : Diversified
Countries : India
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"Many Indian companies have increased their emphasis on
training tremendously. I think it is absolutely essential to spend a lot of
money on training and continuous improvement. In our group every employee has to
undergo at least five days of training a year."
- Adi Godrej, Chairman Godrej Group.1
Introduction
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In January 2002, Godrej Industries Ltd. (GIL) bought a 26% stake in "Personalitree Academy Ltd." Personalitree provided interactive soft skills
training programmes online to corporates. Personalitree's training modules have
since been a part of Godrej's training and development initiatives.
It all started in 1996 with the break-up of the joint venture between Godrej
Soaps Ltd (GSL) and Proctor and Gamble (P&G). Post break-up, GSL was bereft of a
distribution system and had to start from scratch. As part of the rebuilding
exercise, GSL recruited about 250 new employees who had to be aligned with its
corporate culture. In 1997, GSL conducted a Total Quality Management (TQM)
workshop for all its 5000 employees to help them connect to their job.
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Parivartan2 was launched in September 2000 in GSL to train new as well as
existing employees on various aspects of the business and to motivate them.
In 2001, new initiatives like Young Entrepreneurs Board (YEB), Red and Blue
Teams, Mentoring and Reverse Mentoring were introduced in the Godrej Group,
(Godrej) to encourage the involvement of youth in strategic decision-making.
In early 2002, a need was felt among the top brass of Godrej to instil a
performance- driven culture in the company. In addition to upgrading the
talents of existing employees, Godrej had to train new recruits.
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Thus, Godrej developed a comprehensive and innovative training
programme for management trainees and named it Godrej Accelerated
Learning Leadership and Orientation Programme (GALLOP).
The
objective of GALLOP was to develop a newcomer into a professional by
giving him or her exposure to various departments and inculcate in
him or her, a sense of belonging.
Later, in September 2002, GIL introduced Spark, a training programme
for managers to help them become effective coaches. Towards the end
of 2002, E-gyan was introduced in GIL to increase the learning
potential of employees. |
In January 2003, a special HR programme on honing the
interpersonal and negotiation skills of officer- level employees was launched in
GIL. Further, in October 2003, an English language training programme was held
for floor workers of Godrej and Boyce Manufacturing Company Ltd (GBML), so that
they could follow all instructions issued in that language independently.
Training and Development at Godrej
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